The Effects of Organizational Culture on Contingent Knowledge Workers

Lien Els

Chapter 5 in Talent Management of Knowledge Workers, 2010, pp 76-105 from Palgrave Macmillan

Abstract: Abstract Knowledge is power! From the time of Sir Francis Bacon’s observation (1561–1626) so many years ago, very little has changed. In fact, knowledge has created even more power for those who own it. Knowledge is unfathomable and difficult to capture; it is impenetrable, immeasurable, cannot be weighed, and exists in the minds of people. Therefore, it is no understatement to say that the associated term, ‘contingent knowledge worker’, is a mysterious and evasive phenomenon, and its true meaning to the world of work has not yet been unveiled.

Keywords: Organizational Culture; Knowledge Management; Human Resource Management; Tacit Knowledge; Explicit Knowledge (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-27752-6_5

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DOI: 10.1057/9780230277526_5

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